ASB

Every organisation only has one payroll department.  If a customer calls a member of Rowena Bryce-Taumoepeau’s team at ASB, it means either there is a problem with their pay or employee details need to be changed.  Her team is the only point of contact for payroll issues.

An employee’s remuneration is naturally a hypersensitive subject. In keeping with the ASB vision of being “New Zealand’s best bank and financial services provider excelling in customer services”, Rowena’s team is expected to be able to quickly resolve issues for people who are often very stressed.

To manage these issues successfully, Rowena stresses to her staff the need to be empathetic and genuine.  “I want them to put themselves in customer’s shoes.  That way, they can see the customer’s point of view and appreciate any flow-on effects.  We need to be genuine, especially when saying sorry.  People can tell when you don’t really mean it,” she says.

“It’s a bit unusual but we actually say ‘thank you’ when someone calls with a problem or an issue.  I have a little sticker that says ‘a complaint is a gift.’  I really think it is though it can be hard to see at the time.  The issue is not the mistake or the problem – it is how we deal with it and how we communicate what we are doing back to our customers,” says Rowena.

“When staff find out about a problem or a complaint, I want them to have the trust to come to me so I can help resolve it.  It takes time to earn trust.  It cannot be demanded and can be lost very quickly,” she says.

“No one ever calls us to say everything is fine.  When they contact us, something is wrong.  The best way to help people who may be upset or stressed is to listen – just keep on listening.  I find questions very powerful – I say ‘explain to me what happened’, ‘can you describe the letter’, ‘would you tell me more about your contract’ – it works.  You have to accept that sometimes they just want to vent.  Let them go – but don’t tolerate bad language,” Rowena says firmly.

This type of work environment naturally can take its toll on staff and Rowena is aware of the need to keep them motivated and positive.  “My staff are like my family.  I spend a lot of time with them.  I always try to cheer them up.  We work hard, we play hard.  We have fun together, always throwing around a little stress ball.  I’m extroverted, talkative and loud and my personality impacts on the office.  It helps people stay positive and energetic,” she says.

“We have a regular meeting – we call them service commitment meetings – where the team gathers to reinforce how important our customers are to us.  I stress that every issue can be sorted in the end but we need to focus on the facts and explain what we are doing every step.  Basically, we plan for the worst but hope for the best!” she laughs.

One of Rowena’s first comments is that she doesn’t actually like being called a manager.   “That word always makes me think of micromanaging staff.  I prefer the term leader – getting out there, doing the work and leading by example.  This means I can see what is happening in the office.  One thing we do well here is capture new ideas.  If someone comes up with a new way of doing something – a new wording for a standard email which is much clearer for example – we capture and use it,” says Rowena.

This can mean discarding systems and processes that she designed.  “You can’t be too proud.   You need to be willing to change if someone comes up with a better way to do things.  I will happily give up my idea and adopt the new idea if it means a better service,” she says.

When it comes to becoming a good manager, Rowena reckons she learnt about 20% of her skills from courses and books, 10% from life outside work and 70% on the job.  “I think you learn by doing but also from seeing what your managers did – good or bad.  If you ever found yourself saying ‘I will never do that to my staff’ – well, better make sure you don’t!” says Rowena.

She has a list of three key skills for managers and leaders – lead by example, be consistent and fair and always encourage extraordinary performance.  “It also helps to make sure you are working in an organization with similar values to your own,” she says.

There is a high level of turnover in Rowena’s team but she is adamant that is not necessarily a bad thing.  “I tend to get a lot of young people in their first job.  I help them get the right attitude and the right behaviours for the workplace.  They get poached a lot by other parts of the bank.  I’m quite proud of that – it means I’ve trained them well and kept the talent inside our organization,” says Rowena.

“I really want my staff to do great things.  If they out-grow a role you have to let them move.  If I try to stop them, I’m being selfish. I’m stopping them from learning and growing.  I’m proud when they come back later to say thanks.  That’s when you know that what you are doing is right,” she says.